Strategic Planning

Salty or sweet?

The key reason why organizing your company to fully align to a value discipline is so that people will get how your value proposition relates to them. People simply resonate with one of three major types of value. ( Yes, there are exceptions, hybrids and the lock-in strategy, but broadly Read more…

By Kirk, ago
Strategic Planning

Tag it and bag it

So now that you have your strategy map and your scorecard as a 1:1 relationship between the measures and the objectives, there’s a small but powerful add-on that can add clarity as to how you plan to achieve those results. Sometimes, it’s useful to tag each measure with how the Read more…

By Kirk, ago
Strategic Planning

When is good… good enough?

When you’re talking about corporate performance, the answer needs to be “never!” Companies that become too pleased with what they have accomplished fall into one of the biggest traps of all: sacrificing a position of strength because of complacency. I like to think of this as floating down a river, Read more…

By Kirk, ago
Strategic Planning

Blame it on the scorecard

A couple years ago, I started seeing articles about how some companies were disappointed that they didn’t achieve breakthrough results after having implemented a balanced scorecard. The gist of the articles seemed to be that the positive impact was minimal, and they were disappointed. Perhaps the practitioners read the Kaplan/Norton Read more…

By Kirk, ago
Strategic Planning

BHAG

All of the strategy work in the world doesn’t amount to much if it doesn’t point to something compelling. Strategy practitioners spend a lot of time working to define a strategy, create line of sight, build strategy maps, build balanced scorecards that have performance gaps to drive performance in the Read more…

By Kirk, ago
Strategic Planning

Bringing your strategy to life

If strategy is how you align todays actions to create a specific outcome in the future, to what extent are your actions today being driven by strategy? If strategy management isn’t deeply ingrained in your culture, this kind of thinking will feel like a competing focus for your employees. Sometimes Read more…

By Kirk, ago